When a capability gap appears in your organization, you have three levers to pull: Build the talent internally, Buy it through external hiring, or Borrow it through fractional or contract work. In Episode 17, hosts Morgan Ashworth (MSIOP, MLS) and Dr. Elizabeth Fleming (PsyD) take you inside the Build, Buy, and Borrow levers — what they are, when to use them, and what quietly goes wrong when organizations rely on instinct instead of strategy.

In this episode, you'll learn:

• Why hiring for "the role today" instead of the role in 18 months is one of the most expensive talent mistakes organizations make

• How structured interviews, open-ended questions, and value-based scorecards reduce bias and improve hiring decisions

• Why gut instinct — while valuable — is actually one of the weakest predictors of job performance (and what the research says to use instead)

• The real hidden costs of a bad external hire: cultural friction, disrupted internal candidates, extended ramp-up time, and downstream turnover

• When the Borrow lever (fractional, contract, temp) is the most strategic financial and operational choice — and what legal landmines to avoid

• The 3 diagnostic questions every leader, HR professional, and business owner should ask before making any talent decision

• Why workforce planning is not just an HR responsibility — it's a leadership imperative

• The Build, Buy, Borrow talent framework

• External hiring strategy and forecasting

• Pay transparency compliance by state

• Structured vs. unstructured interviews

• Person-job fit vs. person-organization fit

• Cognitive, personality, and motivational assessments as predictors of job performance

• Value-based interview structures and scorecards

• 90-day introductory period best practices

• The fractional and contract workforce economy

• Temp agencies and temp-to-hire models

• Seasonal workforce planning and demand forecasting

• Contractor misclassification risk (W2 vs. 1099)

• Succession planning and time horizon thinking

• Operational maturity applied to people strategy